Values : a fundamental pillar of motivation

Introduction: a story of motivation…

Motivation is a key concept in both our professional and personal lives.

In a work setting, motivation acts as the driving force that propels individuals to perform their tasks, reach their goals, and bring their best selves to the job. However, it’s important to recognise that motivation is a complex psychological state influenced by various internal and external factors.

One of the most significant factors interacting deeply with motivation is the concept of personal values.

Personal values are the deeply held beliefs that guide our choices and actions, playing an essential role in shaping what truly motivates us. Understanding how our personal values intertwine with our motivation can not only help explain why we feel driven to achieve certain tasks, but also how this impacts our work performance and other areas of our lives.

This intricate relationship between motivation and values has significant implications for both individuals and organisations. It’s an evolving area of study worth delving into.

In this article, I invite you to explore the connection between motivation, values, and performance as we seek to understand how these elements combine to shape our actions and accomplishments.

Before diving in, I’d like to start with a story – one that might resonate with another tale you’ve heard before…

Pierre is a skilled construction worker in residential building projects.

For years, he laid stones on various sites.

Despite being recognised for his skill, he often felt a monotonous routine in his daily work.

One day, the site manager, Ms Anderson, approached him with an exciting proposal. She explained that the team was about to embark on constructing a revolutionary, eco-friendly building that would set a new standard for sustainable development. Ms Anderson shared the bold vision behind the project and the positive impact it would have on the environment and the lives of those who would live in this new building.

The company Pierre worked for had decided to focus on this niche, aiming to build more sustainable structures and contribute to environmental efforts.

Intrigued by this new perspective, Pierre began to see his work in a different light. Instead of simply laying stones, he now saw each action as a contribution to creating an environmentally responsible structure. He ensured his work was done with care and in line with ecological standards.

Pierre grew interested in the standards that this future building would need to meet, finding new motivation to commit to the project’s development.

Over the following months, the team, led by Ms Anderson, built the eco-friendly structure with passion and dedication, prioritising sustainable construction practices. Each worker, including Pierre, understood the importance of their role in creating a building that stood as a testament to environmental commitment.

When the eco-friendly building was finally completed, the town and its residents were impressed by its innovative, nature-friendly design. Pierre, who had started as just a stone layer, now felt a deep sense of pride. His work had contributed to a structure representing a step towards a more sustainable future.

This seemingly simple story illustrates how, by aligning values with an eco-friendly project, an individual can transform an initial role – one that might appear monotonous – into a meaningful contribution to the construction of an environmentally responsible building.

It’s the classic tale of the bricklayer laying stones versus the one building a cathedral 😉.

Motivation is influenced by different factors…

Internal and external factors of motivation

Our motivation is shaped by a variety of factors.

On one hand, there are internal factors, including an individual’s needs, values, and beliefs.

Each of us has fundamental needs such as security, belonging, recognition, self-esteem, and personal fulfilment. This is Maslow’s famous hierarchy of needs.

When these internal factors are satisfied, it can boost our motivation and job satisfaction.

For instance, an employee who values teamwork and collaboration will likely feel more motivated in an environment that encourages these values.

On the other hand, there are also external factors, such as rewards, sanctions, and interpersonal relationships.

Rewards, like bonuses, promotions, or recognition, can be powerful motivators. However, the impact of these rewards tends to be temporary if they don’t align with an individual’s values and needs.

Similarly, sanctions or social pressures can affect motivation, but this can be detrimental in the long run if the individual feels constrained and misaligned with their values.

It’s the well-known carrot-and-stick principle.

The different types of motivation

These factors – internal and external – manifest in two main types of motivation, commonly referred to as intrinsic and extrinsic motivation.

Intrinsic motivation arises from within the individual. It’s the natural desire to engage in an activity for enjoyment, personal challenge, or intrinsic satisfaction. When someone is intrinsically motivated, they find personal meaning and value in what they’re doing.

For instance, an artist might be intrinsically motivated simply by the joy of creating, without expecting any external reward.

In contrast, extrinsic motivation is driven by external incentives like rewards, promotions, salaries, or penalties. This type of motivation relies on external factors rather than personal fulfilment.

For example, an employee might be extrinsically motivated to meet their sales targets to earn a bonus.

Several studies have shown that intrinsic motivation is linked to better performance and greater job satisfaction. When someone is intrinsically motivated, they are more likely to be creative, persistent, and engaged in their work.

On the other hand, purely extrinsic motivation can sometimes lead to reduced creativity and engagement, as the individual focuses solely on external rewards rather than the enjoyment of the task itself.

Which type of motivation is more effective?

Are you familiar with “The Candle Problem”? This experiment, devised by Karl Duncker in 1945, explores behavioural sciences.

If you’re unfamiliar with it, I suggest watching Dan Pink’s TED talk on work motivation from 5:50.

I mention this experiment because it inspired further studies on motivation and performance, with a hypothesis to test: for people to perform well – especially in a business setting – we need to provide them with financial incentives (salary, bonuses, stock options, etc.).

However, these experiments revealed that, in fact, the opposite is true for most tasks.

The reality is that the “if you do this, you’ll get that” type of motivation only works in certain situations. And that’s what Dan Pink explains in his TED talk “The Puzzle of Motivation.”

According to Dan Pink, three elements are essential for intrinsic motivation: Autonomy – Mastery – Purpose:

• Autonomy: the desire to direct our own lives, to choose our own path.
• Mastery: the drive to improve in something meaningful to us.
• Purpose: the wish to do something that serves a larger purpose, something bigger than ourselves.

We have three innate psychological needs: competence, autonomy, and relatedness. When these needs are met, we feel motivated, productive, and happy.
DAN PINK, FROM THE BOOK “DRIVE”

The Three Drivers of Intrinsic Motivation: Autonomy – Mastery – Purpose

For more on this topic, here are two articles from the Harvard Business Review that delve into this idea (in English):

• What Maslow’s Hierarchy Won’t Tell You About Motivation
• People Want 3 Things from Work, But Most Companies Focus on Only One

Here’s an example to illustrate the difference between intrinsic and extrinsic motivation:

Imagine two employees working at the same company, each driven by different sources of motivation.

One of them, David, is intrinsically motivated by his current job. He loves the creative nature of his tasks and finds real pleasure in solving complex problems. David is always looking for new ideas and never tires of exploring innovative solutions. He is also persistent, as he is determined to achieve the best possible results, even if it means overcoming obstacles. His commitment to his work is unwavering, and he doesn’t really need external rewards to stay motivated.

On the other hand, there’s Sarah, who is primarily motivated extrinsically. For her, money, bonuses, and promotions are the main drivers of her current work. While she can complete her tasks efficiently, her creativity is more limited, as her primary goal is to meet the requirements needed to obtain these external rewards. Consequently, she may not actively seek to innovate or think outside the box. Sarah’s commitment is often tied to the tangible benefits she receives, which means she could lose motivation if these rewards were to decrease or disappear.

This example helps clarify how the type of motivation, whether intrinsic or extrinsic, can significantly impact creativity, perseverance, and engagement at work.

However, it’s important to note that motivation is actually influenced by a balanced combination of both intrinsic and extrinsic motivators. For instance, an employee can be intrinsically motivated by their love for their work, while also being stimulated by the prospect of promotions or rewards that recognize their excellence.

And yes, it’s not that simple!

According to a 2018 study by HubOne, here are five key motivation factors for French employees that are crucial to their well-being at work:

• A positive and friendly atmosphere with colleagues (29%);
• Work-life balance (21%);
• Managers’ ability to recognize the quality of work (13%);
• An interesting position with varied and relevant tasks (16%);
• Equality and respect towards employees (11%).

Of course, remuneration remains important, but it’s no longer the only criterion to consider.

The importance of alignment between our values and assigned tasks

Our values influence our motivation

Companies generally have a good grasp of extrinsic motivation. So I propose focusing on intrinsic motivation, particularly its link with personal values (which is also the subject of this article…).

To stimulate motivation and performance at work, it’s essential to establish congruence between values, needs, and assigned tasks for each employee. When an individual’s values and needs align with the responsibilities they’re given, it can strengthen their intrinsic motivation. In this situation, our work reflects what we believe in, bringing a sense of fulfillment. The direct consequence: this sense of fulfillment motivates us to go above and beyond every day, which positively impacts our performance.

Here are a few examples of how values influence our motivation:

1. Alignment with values in goals: When an individual’s personal values align with their objectives, it reinforces their intrinsic motivation. For example, if someone values fairness and justice, they will be intrinsically motivated to work for social causes.
2. Personal sense of achievement: When an individual acts in accordance with their personal values, they feel a sense of satisfaction and accomplishment, which reinforces their intrinsic motivation to continue acting in alignment with these values.
3. Contributes to life balance: Acting in line with personal values brings harmony, regardless of the work environment, reinforcing intrinsic motivation to pursue actions that align with those values.
4. Enhances engagement: When an individual is intrinsically motivated by personal values, they’re more likely to fully commit to their actions and persevere despite obstacles. This intrinsic motivation gives them the strength and determination needed to overcome challenges.

Conversely, when conflicts arise between an employee’s personal values and the tasks they need to complete, this can lead to decreased motivation and performance. Tasks may feel meaningless or even clash with what we believe in, leading to demotivation. In such cases, consciously or unconsciously, we tend to spend less time on tasks that lack meaning for us, which impacts our performance and productivity.

For example, if an employee values ethics and is placed in a situation where they must compromise their values, they may feel moral distress that affects their motivation to work.

Another example: If an employee values collaboration but is in a professional environment that constantly imposes isolated, solitary tasks, they may experience frustration. The misalignment between their value of collaboration and an individualistic work context could affect their engagement and job satisfaction.

The importance of congruence between values and tasks also extends to the companies themselves. Companies that promote clear, consistent values within their corporate culture often attract employees who align with these values.

This congruence helps foster a sense of belonging within the professional community, increasing employees’ commitment to their responsibilities.

Aligning personal values as a catalyst for motivation and performance

From my experience, congruence between our personal values and work gives us a sense of autonomy and mastery, which stimulates intrinsic motivation.

When we feel like we’re choosing the direction of our efforts and acting in line with what matters to us, our performance naturally improves. On the other hand, value conflicts can cause stress and disengagement, two enemies of productivity.

Aligning work with values seems essential to sustainably boost employee motivation and performance. An intellectually stimulating environment that’s in line with our personal convictions allows everyone to thrive personally while bringing their best selves to the organization.

And yes, I know.

It’s not necessarily an easy task for a leader. After all, each individual is unique and has their own set of values. The goal isn’t to satisfy every employee individually 100%. I’d say that a good first step is to ensure that the tasks requested don’t conflict with their values.

Remember that it’s “not black or white,” but rather a slider to be adjusted based on the company’s environment and values. The aim isn’t to have employees who have exactly the same values as the company they work for.

That’s very challenging.

The objective is rather to ensure employee alignment with the company’s values and, more specifically, to make sure that the definition of their roles and tasks is consistent with what they believe in.

And that’s what I propose we look at in the next section.

How to foster employee motivation at work

To optimize performance within the company, it’s essential to consider the complexity of motivation and implement appropriate strategies.

In terms of extrinsic motivation, companies already have levers such as compensation packages and social benefits… In this section, I’ll offer ideas to strengthen intrinsic motivation among employees.

Some tips for boosting employee motivation

1. Set clear goals: Defining specific, achievable goals helps employees understand what’s expected of them and feel motivated to reach these goals. Ensuring that employees understand how these objectives are not only important to the company but also to them (for their professional growth, for example) strengthens motivation and fosters engagement.
2. Offer training and continuous development opportunities: Investing in an employee’s training and professional development helps them acquire new skills and improve their overall performance. When employees understand that reaching their goals can help them develop new or existing skills, they’re more inclined to learn and improve.
3. Provide regular feedback: Giving constructive feedback helps employees understand their strengths and areas for improvement, increasing not only motivation and engagement but also reinforcing self-confidence. Feedback makes employees feel valued and recognized for their efforts, encouraging them to give their best.
4. Encourage collaboration and communication: Promoting a work environment where collaboration is encouraged facilitates knowledge sharing and quicker problem-solving. When teams collaborate and communicate effectively, they can work more cohesively and complete tasks faster. All these elements improve work quality and overall company productivity.
5. Offer rewards and recognition: Recognizing and rewarding employees’ efforts and accomplishments strengthens their motivation and sense of value. When an employee is rewarded for their achievements, it encourages them to strive, develop, and reach higher goals.
6. Encourage autonomy and decision-making: Granting employees some autonomy in completing their tasks can stimulate creativity and engagement. When an employee has more autonomy and decision-making power, they feel more responsible for their actions and thus more motivated to reach the set goals.

How to boost performance by leveraging personal values

Motivation that aligns with personal values leads to improved performance and a higher level of job satisfaction for employees.

A key aspect here is to understand what drives each team member by exploring their personal values and professional goals.

Alright, but how do you identify these internal motivators without overcomplicating things?

Given that personal values are unique to each individual, there are potentially as many values as there are people on Earth…

To simplify this concept and make it easier to compare and analyse, various studies on personal values have been conducted.

We’ll focus on one such study by psychologist Shalom Schwartz, who identified 10 core human value categories:

1. Self-Direction (or self-determination): This value centres on independent thought and action, encompassing the freedom to choose, create, and explore.
2. Stimulation: This value emphasises excitement, variety, and new challenges in life.
3. Hedonism: This relates to personal pleasure or sensual gratification.
4. Achievement: This value is associated with personal success achieved through demonstrating socially recognised skills.
5. Power: This value concerns prestigious social status, control over resources, and influence over people.
6. Security: It focuses on safety, harmony, and the stability of society, relationships, and individual wellbeing.
7. Conformity: This involves the restraint of actions, preferences, and impulses that could disrupt or harm others or violate social expectations or norms.
8. Tradition: This value includes respect, commitment, and acceptance of the customs and ideas upheld by one’s culture or religion.
9. Benevolence: This focuses on preserving and enhancing the welfare of people one frequently interacts with.
10. Universalism: This value concerns understanding, appreciation, tolerance, and protection of the welfare of all people and nature.

If you’d like to deepen your understanding of core values, I recommend reading the full study here.

To begin your analysis, as mentioned earlier, it’s essential to ensure that the organisation’s values do not conflict with employees’ personal values. Now, it’s unrealistic to expect employees to have exactly the same values as an organisation. However, it is entirely possible to align with organisational values.

This is an essential first step… but it’s not enough.

Even if an individual’s values don’t conflict with the organisation’s, conflicts can arise at another level—within departmental leadership or team management.

That’s right! Embedding company culture throughout all areas of an organisation isn’t easy.

To support leaders in their roles, it could be valuable to provide them with tools for understanding their teams, helping them to motivate and engage employees. A toolkit that explains each of the core values, with practical examples of motivators to use for each value category, could be incredibly helpful.

For example, if an employee values teamwork, assigning them tasks that involve collaboration with other team members could be beneficial.

Or, if an employee values learning, why not make them a ‘go-to’ person for staying informed about trends in the team’s field? This could help to fulfil their need for growth.

And guess what? That’s exactly what I propose you explore in the table below!

Here are some suggested motivators for boosting employee performance, tailored to each of the 10 core human values:

Autonomy (or Self-determination)

• Encourage taking decisions and solving problems independently.
• Encourage taking initiatives and working on independent projects to strengthen a sense of control and independence.
• Offer professional development opportunities to allow the employee to develop their creativity.

Stimulation

• Offer stimulating challenges and projects to foster enthusiasm and passion at work.
• Foster an environment that encourages creativity.
• Encourage continuous learning and the exploration of new ideas and approaches.

Hedonism

• Create a pleasant and friendly work environment to promote personal satisfaction and pleasure.
• Acknowledge and reward individual achievements to strengthen the sense of personal gratification.
• Provide benefits related to personal well-being.

Achievement (or Accomplishment)

• Set clear and measurable goals to allow employees to set personal success targets.
• Provide opportunities for skills development and recognition to promote professional success.
• Offer constructive feedback.

Power

• Encourage leadership and autonomy in decision-making to enhance the feeling of control and prestige.
• Offer management skill development opportunities to reinforce a sense of power and influence.
• Provide responsibilities and leadership opportunities, recognize specific skills, and allow employees to exercise a positive influence within the organization.

Security

• Create a safe and stable work environment to foster trust and peace of mind.
• Promote stable relationships and teams to strengthen the sense of belonging and security.
• Establish clear policies and procedures, encourage a climate of trust, and offer consistent support.

Conformity

• Establish clear standards and behavioral expectations to promote self-discipline.
• Implement training on standards and expectations, encourage adherence to company policies, and recognize behaviors that align with the company’s values.

Tradition

• Value respect for customs and cultural values to strengthen the sense of commitment and respect.
• Value organizational rituals and traditions, and encourage participation in company cultural events.

Benevolence

• Promote collaboration and mutual aid among team members to support personal well-being and satisfaction.
• Encourage social responsibility and empathy towards others to strengthen the sense of responsibility.
• Promote an inclusive and encouraging work environment, recognize efforts made for others’ well-being, and offer support programs for employees.

Universalism

• Promote diversity and inclusion to support social justice and equality.
• Encourage environmental awareness and nature protection to reinforce a sense of responsibility towards the planet and support socially responsible initiatives.
• Recognize actions that contribute to the overall well-being of society.

And as a bonus! You can expand this list by asking or listening to your employees. After all, they are the ones who can best tell you what motivates them at work.

The complex nature of motivation also means it can fluctuate over time and with changing circumstances. What motivates an employee today might not be as effective tomorrow.

Therefore, it’s essential to maintain an open dialogue with employees to understand their evolving needs, aspirations, and values. This allows you to support them in their professional journey and create a dynamic and stimulating work environment.

In conclusion: motivation, values, and performance – a winning trio

Values, motivation, and performance are key elements that closely interact in the professional context.

Understanding the complex nature of motivation and the alignment between values and assigned tasks is essential for fostering employee engagement and excellence.

Personal values influence not only job satisfaction but also engagement and creativity. By understanding these values, companies can create an environment that fosters lasting motivation and sustainable performance.